Executives should not necessarily know the intricacies of project management, but they should know how project management, as a discipline, can benefit the organization in implementing its strategies and realizing its vision. The only way that executives can effectively apply project management to realize these goals is to have sound knowledge of the project management discipline. The purpose of this book is to provide executives with a comprehensive overview of the discipline of project management. It focuses on the benefits of project management to an organization. The goal is to provide executives with a view as to how project management can deliver organizational strategies. The various chapters focus on specific aspects within the project management discipline and how each aspect should be managed from a business perspective. The book covers the entire spectrum of project management from a management and leadership perspective. The focus is not necessarily on what needs to be done from a project management perspective, but on what organizations and senior executives can do to facilitate projects. The book covers: The value of project management Project management as a strategic enabler Project, program, and portfolio management The role of the project management office in the successful delivery of projects, programs, and portfolios The benefits of project deliverables bring Sustainability of the organization Governance and the role of the project sponsor. The book concludes with a comprehensive portfolio, program, and project management framework. This holistic framework enables organizations to achieve value from project management and realize strategic goals.

Examining the experiences of Africans setting up businesses back home, the main focus of this book is to establish the economic, social and psychological reasons for such 'home direct investment'. Despite the personal sacrifices that are often needed in order to set up new ventures, the diaspora invests relentless effort and motivations in the pursuit of home ventures. The authors explore critical areas such as the social and psychological pressures that African Diasporas experience when investing in their home countries, as well as the management of diaspora businesses and the impact of such investment to local economies.

This book builds on the authors' previous title Understanding and Managing Risk Attitude but this time looks exclusively at the challenges of understanding and managing those attitudes adopted by groups of people when faced with making decisions that they perceive as risky and important. The book makes the link between risk management and decision-making explicit, building on existing work from the economic and risk psychology schools but taking a pragmatic, practitioner-focused approach that is relevant to all decision-making groups in any situation. The insights in Managing Group Risk Attitude are derived from the authors' own applied research. Details of the research methods and findings are included in the book in support of a practical model and steps to manage risk attitude using applied emotional literacy. Ruth Murray-Webster and David Hillson have written a practical book for all decision-makers, supported by actual research by practitioners and underpinned by the seminal research of leading academics.

We are all faced with projects going off the rails, veering far from what we initially set out to do, costing ten times as much and taking far too long to complete - this is just part of everyday working life. Honing our general skills in project management seems like the obvious answer, but Fast Projects promises a quicker and easier solution - cutting the time to get projects done in the first place. Learning to operate within a short schedule not only cuts costs and improves revenue and cash flow, but it also sets you aside as a sharper and slicker operation. How to build, shorten and execute a realistic plan in the shortest time possible is covered in detail along with a specific focus on ensuring you have clearly defined goals and are making accurate project predictions with a successful tracking progress. Using worked examples and tried and tested techniques, Fast Projects is your practical guide to ensuring projects not only succeed, but are delivered early. If you want to get the most out of your team and take control of your workload, resources and time, this book is for you.

Super series are a set of workbooks to accompany the flexible learning programme specifically designed and developed by the Institute of Leadership & Management (ILM) to support their Level 3 Certificate in First Line Management. The learning content is also closely aligned to the Level 3 S/NVQ in Management. The series consists of 35 workbooks. Each book will map on to a course unit (35 books/units).
*Content is well regarded
*Popular with those training with the ILM but can also be used for independent study
*Content of each workbook now maps to single course unit, resulting in a more user-friendly format.

This book is aimed at people who are involved in, or are about to become involved in, a project or programme. If you feel your project and programme management competences can be improved, 59 Checklists for Project and Programme Managers will undoubtedly offer you useful suggestions. The practical approach taken by Rudy Kor and Gert Wijnen makes this an easy book to dip into when you want to know what to do in a particular situation. The book covers a range of topics, including: choosing the right approach, organising for projects and programmes, team management, starting and executing projects, and programme management. For each topic, the book provides a series of checklists to lead you through the most important aspects of each subject. With such hands-on advice from acknowledged experts so easily available, this is a book which no project or programme manager should be without. The checklist approach provides readers with tools and techniques for this particular way of working and will enable new or experienced team members to plan, initiate, run and deliver whatever the output their organisations' programme or projects require.

So, you've been asked to manage a project. Not sure where to start?

Start here.

This is your ultimate one-stop, easy-going and very friendly guide to delivering any project of any size.

Even if you're a first time, never-done-it-before, newbie project manager, "How to Manage a Great Project" will get you from start to finish on budget, on target and on time.

In just eight simple steps, you'll learn to: Get things started understand the what, why, where and who of your project Plan for success co-ordinate what needs doing and who needs to do it Make it happen: get everything done - in order and on time Keep on track monitor your progress to stay in total control Wind things up: review, report and enjoy the well-earned results

"How to Manage a Great Project "is your roadmap to project perfection - first time, every time.

The second edition of this best-selling introduction for practitioners uses new material and updates to describe the changing environment for project finance. Integrating recent developments in credit markets with revised insights into making project finance deals, the second edition offers a balanced view of project financing by combining legal, contractual, scheduling, and other subjects. Its emphasis on concepts and techniques makes it critical for those who want to succeed in financing large projects. With extensive cross-references, a comprehensive glossary, and online spreadsheets that follow its chapters, this new edition presents a new guide to the principles and practical issues that can commonly cause difficulties in commercial and financial negotiations.

Provides a basic introduction to project finance and its relationship with other financing techniquesDescribes and explains:
sources of project financetypical commercial contracts ("e.g., " for construction of the project and sale of its product or services) and their effects on project-finance structuresproject-finance risk assessment from the points of view of lenders, investors, and other project partieshow lenders and investors evaluate the risks and returns on a projectthe role of the public sector in public-private partnerships and other privately-financed infrastructure projectshow all these issues are dealt with in the financing agreements"

Performance Contracting is a must-read for those concerned about energy and the environment. It examines state-of-the-art facts and pragmatic realities from financing to measurement and verification, and includes up-to-date "how-to's" for both end users and energy service companies. Readers will find expert advice on RFPs and RFQs, tips on making an energy project investment worthy, and guidelines for effectively negotiating and developing energy services agreements. They will also learn the key strategies for managing risks, both from a user's and a service provider's point of view, as well as ways to expand business and serve customers more effectively.

Your answer to the software project management gap The Complete Software Project Manager: From Planning to Launch and Beyond addresses an interesting problem experienced by today's project managers: they are often leading software projects, but have no background in technology. To close this gap in experience and help you improve your software project management skills, this essential text covers key topics, including: how to understand software development and why it is so difficult, how to plan a project, choose technology platforms, and develop project specifications, how to staff a project, how to develop a budget, test software development progress, and troubleshoot problems, and what to do when it all goes wrong. Real-life examples, hints, and management tools help you apply these new ideas, and lists of red flags, danger signals, and things to avoid at all costs assist in keeping your project on track. Companies have, due to the nature of the competitive environment, been somewhat forced to adopt new technologies. Oftentimes, the professionals leading the development of these technologies do not have any experience in the tech field and this can cause problems. To improve efficiency and effectiveness, this groundbreaking book offers guidance to professionals who need a crash course in software project management. * Review the basics of software project management, and dig into the more complicated topics that guide you in developing an effective management approach * Avoid common pitfalls by perusing red flags, danger signals, and things to avoid at all costs * Leverage practical roadmaps, charts, and step-by-step processes * Explore real-world examples to see effective software project management in action The Complete Software Project Manager: From Planning to Launch and Beyond is a fundamental resource for professionals who are leading software projects but do not have a background in technology.

You know you need to delegate some of your work so that you have time to focus on the things that require your expertise. But it's not easy to do. "Delegating Work" quickly walks you through the fundamentals of:
- Establishing a productive environment
- Assigning the right work to the right people
- Conducting an effective hand-off meeting
- Monitoring without micromanaging

About HBR's 20-Minute Manager Series:
Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic.
Advice you can quickly read and apply, for ambitious professionals and aspiring executives--from the most trusted source in business. Also available as an ebook.

You're now responsible for a programme, or you've got a portfolio to manage? Where do you start? Right here! Projects are not simply the bread and butter of an organisation. Form them into programmes or portfolios and they can be prioritised and integrated to deliver change to your organization in line with your strategic vision. You will be able to control costs and risks and bring together a complex series of themes effectively. This overhauled second edition now combines portfolio management as a parallel theme with programme management, and it is brought in line with the current thinking of the Association for Project Management and the Project Management Institute. It is written for managers in both the public and private sectors. This new edition includes half a dozen short case studies (from Belgium's Fortis Bank, a software company, local government, and central government), along with more on cross-functional management. Together with Project Management Demystified, also from Routledge (third edition, 2007), it provides the tools to manage your projects, your programmes and your portfolio to a very high level.

"Harvey Levine is a recognized writer and dedicated warrior of the project management profession. Aside from years of volunteer effort to the profession (and holding the presidency of the Project Management Institute), his consulting work and writings have always smacked of practicality–thus his new book featuring ‘Tips, Tactics, and Tools’. His experience, as shown clearly in this book, covers the gamut of project management. And besides all that, Harvey’s writings are fun to read!"
–Paul C. Dinsmore, PMP, PMI Fellow
Author of Winning in Business with Enterprise Project Management

"Yet another book on project management? The difference is that Harvey Levine has set down his knowledge and understanding of project management honed over some forty years of experience in the industry. His latest book, Practical Project Management, provides profound practical and pragmatic advice, not just for the project management practitioner but also for senior management seeking to leverage the best out of the discipline in today’s competitive world. His lighthearted style makes for easy reading without detracting from the value of the content. This book covers the whole spectrum from the new paradigms of project portfolio management to project communication and how to make it work. It integrates new ideas with true and trusted old ones, and the text is replete with ‘Tips and Tools’ sidebars. A very readable book, highly recommended."
–Max Wideman, FCSCE, FEIC, FICE, PMI Fellow and Past President

"Companies are putting temporary project teams onto more and more of their work, often blind to how this changes management. Practical Project Management will open a lot of eyes to the pitfalls, and in his conversational style Harvey Levine elucidates some rare and valuable guidance on everything from organizing for project management to picking tools."
–Matt Light, Research Director, Gartner Inc.

"Harvey Levine’s seasoned, sensible approach to project management is apparent in this straightforward guide to practical project management. For either the experienced professional or the novice, the sections of ‘Tips, Tactics, and Tools’ provide useful, easy-to-grasp concepts that highlight the content of his text. Those who appreciated Harvey’s practical articles on PMnetwork.com will enjoy reading his new book, and those who are not familiar with his past work are in for a treat as he leads the reader through the journey of practical project management."
–Mary Devon O’Brien, PMP, PMI Fellow, PMI Past President and Chairman

"Harvey Levine has helped shape the project management body of knowledge and our products. In this book, he shares the insights of over forty years of project management experience with great clarity, wit, and style."
–Roger Meade, CEO, Scitor Corporation

"Practical Project Management: Tips, Tactics, and Tools is another of the author’s easy-to-read but quite insightful books, containing many practical ideas and suggestions for making your projects run more smoothly while achieving their planned objectives. The book includes numerous nuggets of wisdom that have been used to good advantage on successful projects and can be applied equally well to yours. This book has something for all practitioner levels, including even the most seasoned project and program managers."
–Ken Hartley, Vice President, PB Programme Management Ltd., PMI Fellow and Past President

In order to succeed in today's increasingly competitive environment, corporations, companies, governments, and nonprofit organizations must be conversant with modern project management techniques. This is especially true for individuals looking to remain professionally competitive.
Illustrating the why, what, and how of project management, Project Management Concepts, Methods, and Techniques will help readers develop and refine the skills needed to achieve strategic objectives. It presents a balanced blend of detailed explanatory texts and more than 200 illustrations to supply readers with actionable knowledge that can be put to use immediately.
Completely aligned with the Project Management Institute Body of Knowledge (PMBOK(r) Guide), this book is the ideal platform for developing the understanding needed to plan, schedule, and deliver successful projects. Explaining how to recognize performance obstacles, it supplies time-tested strategies to help you:

• Overcome performance obstacles and produce positive results
• Master the communication and relationship management techniques required for success
• Develop and refine the core project management skills needed to manage projects in multi-disciplinary and cross-functional environments

Filled with exercises, worked-through answers, and self-assessment techniques, this book is an ideal guide for anyone who works directly or indirectly with the management of projects. It illustrates a wide range of real-world situations to help you develop the real-world knowledge needed to consistently deliver projects that meet and exceed stakeholder requirements well into the future.

Helpful to those tasked with managing complex environments, Projects and Complexity introduces a new way of looking at projects and fostering the culture needed to achieve sustainable results. It brings together experts from the academic, military, and business worlds to explore project management in the context of complexity theory and organizations. These experts explore a systemic and organic approach to projects that widens the scope of a project manager s role as well as the tools and capabilities required.
The book provides readers with an understanding of the roots of project management in complexity theory and the human sciences. It explores seven principles of complexity theory and applies them to project management; examining project needs and features in terms of success parameters, team and stakeholders perspectives, the project manager s perspective, and the perspectives of theory and practice.

• Explores a new humanistic paradigm in thinking about projects and project management
• Illustrates the culture and philosophy of projects from a range of perspectives
• Outlines an interdisciplinary approach to Project Management that integrates scientific and humanistic disciplines

The contributors examine cutting-edge organizational models from management research and military leadership and map them to project management. They integrate insights from various disciplines to introduce tools that are relatively unknown to project managers and leaders. The book describes a paradigm that is complementary to traditional project management and also provides you with the philosophical, general management, and complexity theory findings needed to lead successful projects in complex environments.

The go-to guide for getting projects done on time and on budget-revised and updated with a sophisticated image program and contemporary examples For more than 30 years, Project Planning, Scheduling and Control has been the benchmark guide for project managers seeking to increase their skills or pass the PMP exam. Providing an applications-oriented understanding of all the issues you'll face throughout your career, this new edition offers more strategies for dealing effectively with team members, clients, senior managers, and other key stakeholders-a critically important skill for project success. Written by one of today's leading experts on the topic-James P. Lewis-Project Planning, Scheduling and Control details the role of the project manager and includes the Lewis model for achieving high-performance project management using the whole-brain model of thinking. Updates include: Seven brand new chapters on popular methods and technologies for project management Thirteen fully revised chapters The technologies of project management, including the digital project office The imperative of leadership as a project management strategy Selection, evaluation, and control of projects Dealing with diverse stakeholders, such as investors, board members, and international clients Project management for managing the entire enterprise The daily practice of leading project teams Additional resources for instructors and readers available at the Lewis Institute website Lewis reinforces the Project Management Institute's recommended success strategies, from planning, implementation, and scheduling to communication, risk management, execution, and control stages. The new edition of this classic guide is a must-have for project management practitioner.

The concept of 'earned value' as a project management tool has been around since the 1960s; although recognized as an important technique and widely used on US Government contracts, it failed to excite much interest in the wider world because of its specifically American requirements and the cumbersome, prescriptive bureaucracy that seemed to accompany it. Recently however, with the advent of suitable software and used in a much more flexible way, there has been a growth in interest among project managers. Crucially it has been recognised that this technique can be helpful in a wide variety of projects of almost any size, not just government projects costing billions of pounds. In essence, earned value allows the project manager a more precise view of actual project performance in terms of both value generated and schedule progress than is possible with any other approach. Alan Webb's concise guide provides practising project managers with everything they need to: c assess the appropriateness and benefits of the earned value process for both their project(s) and their organization; c appreciate, understand and learn the techniques involved; c identify how to apply the data to manage projects with flexibility, pragmatism and rigour; c understand the different features and benefits of the various software packages available; c plan for the introduction of an earned value methodology, anticipating both the systems and people problems they may face. The book uses worked examples, cases and anecdotes from the author's own extensive experience to bring this technical subject to life. Alan's writing style is direct and economical, which means that whether you are dipping into chapters for reference or reading about the process from cover to cover, everything he has to say is pertinent and helpful.

Design Project Management is a guide to contracting and working with designers, and managing design projects proactively through to successful completion. It provides guidance for clients on simultaneously optimizing the business outcome and the creative opportunity of a design project by getting the best from a design project team through leadership, team building, mutual understanding and good communication. It also gives professional guidance to design and architecture students, and can help design consultants to ensure that they and their clients are doing everything right. Griff Boyle takes you through the whole design project from setting business objectives and design parameters, preparation of briefing documentation, shortlisting design consultants and evaluating concept design proposals and fees, to preparing forms of appointment and assembling in-house and 'external' project teams. The author explains how best to establish and meet project objectives, select works contractors and sub-contractors, and administer tenders and contracts. Advice on balancing and monitoring costs and resources, progress and financial reporting, and change control mechanisms is also given. To highlight typical problems and their solutions the author quotes case study examples from interiors, exhibition, refurbishment and multidisciplinary projects. Public and private sector managers involved in building services, retail, leisure, exhibition and office schemes will find this book saves them time and money, whether or not they have an in-house design team.

• Develops a framework and model for understanding the major causes of workplace health and safety problems in the construction • Provides practical guidance on how Building Information Modelling can be implemented and used to reduce occupational accidents in the industry

This book takes a more integrated approach to design, assuming it is a core business process as opposed to a peripheral or specialist activity. Design in Business aims for an analogous Total Design Management making design a part of everyone's concern. It makes use of a toolbox approach, offering in each chapter exposure to some of the range of tools and techniques with which design can be managed.

Return on Investment (ROI) remains one of the most challenging and intriguing issues facing human resource development and performance improvement professionals. Drawing on their expertise in developing and implementing ROI programs in human performance and training, Jack J. Phillips, Ph.D., Timothy W. Bothell and G. Lynn Snead demonstrate how you can effectively apply ROI to project management.

Today, almost every industry requires employees to manage multiple projects with competing priorities, critical deadlines, and unexpected interruptions-rendering everyone a project manager in some respect. Most employees feel the pressure of juggling any number of key projects simultaneously. Organizations have responded by investing large amounts of both time and money to improve project management, and most strive to justify the efforts and resources dedicated to improving this goal.
'The Project Management Scorecard' is a welcome relief for anyone managing a project or multiple projects, as well as the trainers, human resource development staff, or supervisors charged with measuring, evaluating, and managing project managers.
Project Management is one of the hottest topics in business management today, affecting nearly every individual in any organization across the globe. Let three HRD experts show you how to apply the hugely popular ROI process to the key organizational issue of successful project management including:
* Project management issues and challenges
* Measuring reaction and satisfaction
* How to calculate and interpret ROI
* Capturing business impact data
* Measuring skill and knowledge changes during the project
* Monitoring the true costs of theproject solution
* Converting business measure to monetary values
* Forecasting ROI
The authors' step-by-step approach allows you to begin the ROI process immediately. Start measuring the success of your project management results today.
Three HRD experts show how to apply the hugely popular ROI process to the key organizational issue of successful project management.
Project Management is one of the hottest topics in business management today, affecting nearly every individual in any organization across the globe.

The most essential component of every project manager’s job is the ability to identify potential risks before they cause unnecessary headaches and turmoil all around.

All projects are inherently risky, and complex ones can potentially be the downfall for even the most experienced project manager. From technical challenges and resource issues to unrealistic deadlines and problems with your subcontractors, any number of things can go wrong.

Fully updated, consistent with PMI® standards, and addressing “VUCA” (Volatility, Uncertainty, Complexity, and Ambiguity—the now-common business and project management acronym), this book remains the definitive resource for project managers seeking to be proactive in their efforts to guard against failure and minimize unwanted surprises.

Identifying and Managing Project Risk draws on real-world situations and hundreds of risk examples to show you how to:

• Thoroughly discover and document risks
• Use risk assessment techniques effectively
• Implement a system for monitoring and controlling projects
• Personalize proven methods for project risk management on any type of project

Complete with fresh guidance on program risk management, qualitative and quantitative risk analysis, simulation and modeling, and significant “non-project” risks, this one-stop indispensable resource is what every project manager needs to avoid chaos and keep their projects on track.

Many science, engineering, technology, and math (STEM) faculty wish to make an academic change at the course, department, college, or university level, but they lack the specific tools and training that can help them achieve the changes they desire. Making Changes in STEM Education: The Change Maker’s Toolkit is a practical guide based on academic change research and designed to equip STEM faculty and administrators with the skills necessary to accomplish their academic change goals. Each tool is categorized by a dominant theme in change work, such as opportunities for change, strategic vision, communication, teamwork, stakeholders, and partnerships, and is presented in context by the author, herself a change leader in STEM. In addition, the author provides interviews with STEM faculty and leaders who are engaged in their own change projects, offering additional insight into how the tools can be applied to a variety of educational contexts. The book is ideal for STEM faculty who are working to change their courses, curricula, departments, and campuses and STEM administrators who lead such change work to support their faculties, as well as graduate students in STEM who plan to enter an academic position upon graduation and expect to work on academic change projects.